Why the HRM and Employee Performance Relationship is Non-Linear: The Role of HR Intensity

Research output: Contribution to journalMeeting AbstractAcademic

Abstract

Strategic human resource management (HRM) scholars argue that HR intensity, that is, the degree to which employees are exposed to HR practices, has a linear and positive relationship with employee performance. However, the reasons if, how, and why high- versus low-level exposure to HR practices influences employee outcomes in different ways is not yet fully understood. To address this research need, we apply conservation of resources theory and the job demands–resources model for testing a proposed non-linear relationship between HR practices, perceived supervisor support and task performance. Results from our multi-source data collected among employees and their supervisors show a U-shaped relationship between HR intensity and employee outcomes. Specifically, we find that HR practices relate positively with task performance when employees are exposed more to HR practices, but relate negatively with performance when employees have limited exposure to HR practices. Implications for theory and practice are discussed.
Original languageEnglish
JournalAcademy of Management Proceedings
Volume2018
Issue number1
DOIs
Publication statusPublished - 9 Jul 2018
Event78th Academy of Management Annual Meeting 2018: Improving Lives - Hyatt Regency Chicago, Chicago, United States
Duration: 10 Aug 201814 Aug 2018
Conference number: 78

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Management performance
Employee performance
HR practices
Human resource management
Employees
Task performance
Testing
Supervisor support
Supervisors
Data sources
Strategic human resource management
Nonlinear relationships
Conservation of resources

Cite this

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title = "Why the HRM and Employee Performance Relationship is Non-Linear: The Role of HR Intensity",
abstract = "Strategic human resource management (HRM) scholars argue that HR intensity, that is, the degree to which employees are exposed to HR practices, has a linear and positive relationship with employee performance. However, the reasons if, how, and why high- versus low-level exposure to HR practices influences employee outcomes in different ways is not yet fully understood. To address this research need, we apply conservation of resources theory and the job demands–resources model for testing a proposed non-linear relationship between HR practices, perceived supervisor support and task performance. Results from our multi-source data collected among employees and their supervisors show a U-shaped relationship between HR intensity and employee outcomes. Specifically, we find that HR practices relate positively with task performance when employees are exposed more to HR practices, but relate negatively with performance when employees have limited exposure to HR practices. Implications for theory and practice are discussed.",
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Why the HRM and Employee Performance Relationship is Non-Linear: The Role of HR Intensity. / Meijerink, Jeroen Gerard; Garg, Sargam.

In: Academy of Management Proceedings, Vol. 2018, No. 1, 09.07.2018.

Research output: Contribution to journalMeeting AbstractAcademic

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